Systematic HR management

With the core component of the potential analysis and the competence profiles of employees, at some clients we have developed a macro-system for HR management.

To ensure a universal system with standardised modules, categories must be found that are reflected both in the requirements profile of the position and in the competence profile of the people as well as in the evaluation criteria of a development appraisal and in the areas of central HR development measures.

To this end, we have developed four basic categories

·       Intellectual competence

·       Social skills

·       Ability to cope with various stress factors

·       Dynamism and entrepreneurial actions

each with three sub-divisions. From these 12 components, we can describe all the important management abilities.


1. Requirements profile

The requirements profiles are created not just for one target position, but for many different (key) roles in a company.

The same approach can be used for large project roles if the search is conducted internally or externally. Here, the requirements profile is then created for individual large projects according to the four categories.


2. Competence profile

As described under 3., the potential analysis results in individual competence profiles for each person. Some personal characterisations in the area of intellectual performance and certain basic attitudes are and remain very stable. Other abilities and behavioural tendencies described in the profile are changeable through experiences at work as well as through supporting HR development.

The careful comparison between the competence profile of the person and the job profile makes it easier to entrust the right person with the right roles.


3. Development appraisal

The development appraisal between the supervisor and the employee focuses on jointly evaluating the abilities and working methods of the employee.

In the leadership responsibility of the supervisor, the connection of the competence profile to concrete work content and to HR development is thus ensured. The result of the appraisal is qualitative target agreements (which add to the content-based/results-orientated target agreements).

Here, it is, in turn, essential that the assessments of the development appraisal be based on the same four categories of the potential analysis. Through many operationalised examples, the assessments are made easier for the supervisor and the employee.


4. HR development

The division of HR development measures according to the familiar four categories perhaps takes some getting used to. Here, clear connections are to be created between the need for development, as defined in the potential analysis or in the development appraisal, and HR development/training measures.


5. Application

We are aware that many companies are working explicitly or intuitively in this direction:

There are many supervisors who give the employees under their authority regular feedback and “venture” into behavioural areas in the process. Undoubtedly, learning fields will also be agreed within future professional roles and supported with appropriate development measures under competent consulting of the HR division.

There are also companies whose decision makers entrust the right person with the right role or the right project with outstanding intuition (in fact, this is probably one of the main features of good management).

Often, companies also use the decision-making aids of external “objective” potential analyses.

However, we consider it a clear competitive advantage when a company introduces all these measures in a coordinated system on a mandatory basis. Clarity is thus created from applicant selection to development and career planning, each supervisor knows what their responsibility is and competent employees have orientation regarding prospects. Moreover, the four categories facilitate understanding within the often confusing variety of terms in requirements and suitability descriptions.